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HR Support
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It is easier to manage the right people for the job.
Human Resources (HR) ensures that the organization has the right people, with the right capabilities, in the right jobs. Applying techniques and systems that ensure employee alignment to roles and training increases business process effectiveness and efficiency.
Keith Burtoft designs processes that support HR's selection and training of the right people for the job.
For example:
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Designing a Training Rollout Plan to Minimize Disruption
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Generic Rollout Plan Elements: Employees to Roles; Courses to Roles |
Background |
The client was introducing an extensive menu of new Computer Based Training (CBT) at the same time it was beginning to transition to a new training assignment process. The client understood that some teething problems might occur from this concurrent approach and wanted to ensure that the disruption and rework caused by these problems was minimized.
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Diagnosis |
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The training courses did not need to be released or initially available at the same time. Sequential development and release was acceptable.
The training courses could be grouped by priority and assignee: The client's new training assignment process could be used to determine the grouping.
The course groups could be limited to a few courses in each group. Fixing problems would be less disruptive if only a few courses were being rolled out at a time.
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Action |
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Designed the training rollout plan in multiple waves of a few courses at a time. This approach minimized disruption and rework by limiting the volume of new training available at any one time and by allowing for rework without affecting the rollout of the remaining waves.
Used the client's new training assignment process to establish the course groups for each rollout wave.
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Designing Interview Guides to Improve the Initial Selection Process
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Generic Interview Checklist and Summary |
Background |
The client's pre-interview candidate screening process was advancing candidates that were not always qualified for the job.
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Diagnosis |
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The existing screening process was surfacing useful data about the candidate's fit to the organization but did not always provide sufficient data about the candidate's fit to the job.
The existing process started with a common template questionnaire and adapted it to each job.
The client had substantial experience with the screening process and had learned which of the current questions were the most important. |
Action |
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Shifted from adapting the common template questionnaire to creating a custom questionnaire for each job.
Reduced the organizational fit questions to those yielding the most important data.
Solicited job-specific questions from
each job's hiring manager and incorporated them into the screening interview guides.
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